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NPD Projects in Search of Top Management Support : The Role of Team Leader Social Capital

Author

Listed:
  • Barthelemy Chollet

    (EESC-GEM Grenoble Ecole de Management)

  • Sébastien Brion

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Vincent Chauvet

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Caroline Danièle Mothe

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Mickaël Géraudel

    (CEROM - Centre d'Etudes et de Recherche sur les Organisations et le Management - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School)

Abstract

A number of studies have found that the performance of NPD projects greatly depends on the support they get from top management. However, research into why some projects get more support than others has been limited. The present paper takes a political approach to NPD, in which top management support is considered to be a function of a project leader's ability to influence decision processes through personal relationships. Mobilizing the bridging perspective of social capital, we argue that project leaders need both strong ties to high-ranking others and sparseness in their networks. Vertical strong ties bring direct support and solidarity, resulting in improved access to resources and priority over other projects; sparseness provides exposure to the full range of information and interpretations in the organization, resulting in a more accurate picture of the political landscape and thus enabling the implementation of an appropriate influence strategy. A PLS analysis of a sample of 73 French project leaders involved in NPD projects provided support for our hypotheses. Hence, we contribute to a very recent stream of research showing that the structural and relational dimensions of social capital are complementary.

Suggested Citation

  • Barthelemy Chollet & Sébastien Brion & Vincent Chauvet & Caroline Danièle Mothe & Mickaël Géraudel, 2012. "NPD Projects in Search of Top Management Support : The Role of Team Leader Social Capital," Grenoble Ecole de Management (Post-Print) hal-00918553, HAL.
    • Handle: RePEc:hal:gemptp:hal-00918553
    DOI: 10.3917/mana.151.0044
    Note: View the original document on HAL open archive server: https://hal.science/hal-00918553v2
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    Cited by:

    1. Riaz Ahmed & Noor Mohamad & Muhammad Ahmad, 2016. "Effect of multidimensional top management support on project success: an empirical investigation," Quality & Quantity: International Journal of Methodology, Springer, vol. 50(1), pages 151-176, January.

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